Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Making strategies stick

Making strategies stick Purpose – Many great strategies fail to deliver any value for the simple reason that they never get implemented. This article discusses some of the barriers to organizational change and proposes six tactics that can help organizations get from an unimplemented strategy to an implemented one. Design/methodology/approach – The author uses a case study of Blockbuster, Inc., which had more than ten years' notice of the need to change its operating model but was unable to do so and recently went into bankruptcy protection. The author then presents a series of lessons and examples for how companies can avoid a similar fate. Findings – The key lessons from the case studies involve six tactics: having explicit 100 and 1,000 day plans for the strategy development and implementation process, respectively; having high expectations but separating aspirations from the budgeting process; communicating the strategy clearly and concisely; showing the necessary leadership commitment; making some quick moves to signal implementation of the strategy; and realigning the organization to fit the new strategy. Originality/value – The key message of this article is that strategy does not create value unless implemented. Executives and advisers with responsibility for strategy need to devote as much attention to ensuring the strategy is implemented as they do to developing the strategy itself. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Making strategies stick

Stuart E. Jackson
Journal of Business Strategy , Volume 32 (1): 3 – Jan 4, 2011
Download PDF
3 pages

Loading next page...
 
/lp/emerald-publishing/making-strategies-stick-du5z6xdgKD

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0275-6668
DOI
10.1108/02756661111100337
Publisher site
See Article on Publisher Site

Abstract

Purpose – Many great strategies fail to deliver any value for the simple reason that they never get implemented. This article discusses some of the barriers to organizational change and proposes six tactics that can help organizations get from an unimplemented strategy to an implemented one. Design/methodology/approach – The author uses a case study of Blockbuster, Inc., which had more than ten years' notice of the need to change its operating model but was unable to do so and recently went into bankruptcy protection. The author then presents a series of lessons and examples for how companies can avoid a similar fate. Findings – The key lessons from the case studies involve six tactics: having explicit 100 and 1,000 day plans for the strategy development and implementation process, respectively; having high expectations but separating aspirations from the budgeting process; communicating the strategy clearly and concisely; showing the necessary leadership commitment; making some quick moves to signal implementation of the strategy; and realigning the organization to fit the new strategy. Originality/value – The key message of this article is that strategy does not create value unless implemented. Executives and advisers with responsibility for strategy need to devote as much attention to ensuring the strategy is implemented as they do to developing the strategy itself.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Jan 4, 2011

Keywords: Management strategy; Organizational change; Change management

There are no references for this article.